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Description: hi, this notes useful for MBA students of JNTU with R09 regulation. the matter is collected from various sources on the internet and textbooks as prescribed by jntu. hope you people find it useful.

INTRODUCTION

An organization is made up of four resources, namely men, material, money and machinery. Of these, the first one id living one, i.e. human resource and other three are non-living i.e.non human. It is the human/people that make use of non human resources. Hence, people are the most significant resources in an organization. It is man who makes all the difference in organizations. L.F.Urwick had remarked that “business houses are made or broken in the long run not by markets or capitals, patents or equipments, but by men”. According to Peter F.Drucker, “ man, of all the resources available to man, can grow and develop.” HUMAN RESOURCE MANAGEMENT ( H R M )
Definition 1 – Integration “HRM is a series of integrated decisions that form the employment relationships; their quality contributes to the ability of the organizations and the employees to achieve their objectives.” Definition 2 – Influencing “HRM is concerned with the people dimensions in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives. This is true, regardless of the type of the organization – government, business, education, health, recreational, or social action.” Definition 3 – Applicability “HRM planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and social objectives are accomplished.” MEANING OF HRM: HRM is management function that helps managers to recruit, select, train and develop members for an organization. Obviously HRM is concerned with the people’s dimensions in organizations. HRM refers to set of programs, functions, and activities designed and carried out Core elements of HRM • People: Organizations mean people. It is the people who staff and manage organizations.

• • •

Management: HRM involves application of management functions and principles for acquisitioning, developing, maintaining and remunerating employees in organizations. Integration & Consistency: Decisions regarding people must be integrated and consistent. Influence: Decisions must influence the effectiveness of organization resulting into betterment of services to customers in the form of high quality products supplied at reasonable cost.

•

Applicability: HRM principles are applicable to business as well as non-business organizations too, such as education, health, recreation and the like.

OBJECTIVES OF HRM: 1. Societal Objectives: To be ethically and socially responsible to the needs and challenges of the society while minimizing the negative impact of such demands upon the organization. 2. Organizational Objectives: To recognize the role of HRM in bringing about organizational effectiveness. HRM is only means to achieve to assist the organization with its primary objectives. 3. Functional Objectives: To maintain department’s contribution and level of services at a level appropriate to the organization’s needs. 4. Personal Objectives: To assist employees in achieving their personal goals, at least in so far as these goals enhance the individual’s contribution to the organization. This is necessary to maintain employee performance and satisfaction for the purpose of maintaining, retaining and motivating the employees in the organization. SCOPE OF HRM: From Entry to the Exit of an employee in the organization Scope of HRM can be described based on the following activities of HRM. Based on these activities we can summarize the scope of HRM into 7 different categories as mentioned below after the activities. Lets check out both of them. HRM Activities – 1. HR Planning

ii. Personnel Procedures: Relating to manpower planning procedures, recruitment and selection procedures, and employment procedures, training procedures, management development procedures, performance appraisal procedures, compensation procedures, industrial relations procedures and health and safety procedures. 2. Functional Role: The personnel function interprets and helps to communicate personnel policies. It provides guidance to managers, which will ensure that agreed policies are implemented. 3. Service Role: Personnel function provides services that need to be carried out by full time specialists. These services constitute the main activities carried out by personnel departments and involve the implementation of the policies and procedures described above.

Role of HR Managers (Today) 1. Humanitarian Role: Reminding moral and ethical obligations to employees 2. Counselor: Consultations to employees about marital, health, mental, physical and career problems. 3. Mediator: Playing the role of a peacemaker during disputes, conflicts between individuals and groups and management. 4. Spokesman: To represent of the company because he has better overall picture of his company’s operations. 5. Problem Solver: Solving problems of overall human resource management and long-term organizational planning. 6. Change Agent: Introducing and implementing institutional changes and installing organizational development programs 7. Management of Manpower Resources: Broadly concerned with leadership both in the group and individual relationships and labor-management relations.

Role of HR Managers (Future) 1. Protection and enhancement of human and non-human resources

HRM in terms of problems of unfamiliar laws, languages, practices, competitions, attitudes, management styles, work ethics and more. HR managers have a challenge to deal with more functions, more heterogeneous functions and more involvement in employee’s personal life.

Corporate Re-organizations : - Reorganization relates to mergers and acquisitions, joint ventures, take over, internal restructuring of organizations. In these situations, it is difficult to imagine circumstances that pose a greater challenge for HRM than reorganizations itself. It is a challenge to manage employees’ anxiety, uncertainties, insecurities and fears during these dynamic trends. New Organizational forms : - The basic challenge to HRM comes from the changing character of competitions. The competition is not between individual firms but between constellations of firm. Major companies are operating through a complex web of strategic alliances, forgings with local suppliers, etc. These relationships give birth to completely new forms of organizational structure, which highly depend upon a regular exchange of people and information. The challenge for HRM is to cope with the implications of these newly networked relations more and more, in place of more comfortable hierarchical relationships that existed within the organizations for ages in the past. 2. Changing Demographics of Workforce : - Changes in workforce are

largely reflected by dual career couples, large chunk of young blood between age old superannuating employees, working mothers, more educated and aware workers etc. These dynamic workforces have their own implications for HR managers and from HRM point of view is a true challenge to handle. 3. Changed employee expectations : - With the changes in workforce

demographics, employee expectations and attitudes have also transformed. Traditional allurements like job security, house, and remunerations are not much attractive today, rather employees are demanding empowerment and equality with management. Hence it is a challenge for HRM to redesign the profile of workers, and discover new methods of hiring, training, remunerating and motivating employees.

New Industrial Relations Approach : - In today’s dynamic world, even unions have understood that strikes and militancy have lost their relevance and unions are greatly affected by it. The trade union membership has fallen drastically worldwide and the future of labor movement is in danger. The challenge before HRM is to adopt a proactive industrial relations approach which should enable HR specialist to look into challenges unfolding in the future and to be prepared to convert them into opportunities. Renewed People Focus : - The need of today’s world and business is the people’s approach. The structure, strategy, systems approach which worked in post war era is no more relevant in today’s economic environment which is characterized by over capacities and intense competition. The challenge of HR manager is to focus on people and make them justifiable and sustainable. 4. Managing the Managers : - Managers are unique tribe in any society, they

believe they are class apart. They demand decision-making, bossism, and operational freedom. However in the post liberalization era, freedom given to managers is grossly misused to get rid of talented and hard working juniors. The challenge of HRM is how to manage this tribe? How to make them realize that the freedom given to them is to enable them make quick decisions in the interest of the organization and not to resort to witch-hunting. 5. Weaker Society interests : - Another challenge for HRM is to protect the interest of weaker sections of society. The dramatic increase of women workers, minorities and other backward communities in the workforce has resulted in the need for organizations to reexamine their policies, practices and values. In the name of global competition, productivity and quality the interests of the society around should not be sacrificed. It is a challenge of today’s HR managers to see that these weaker sections are neither denied their rightful jobs nor are discriminated against while in service. 6. Contribution to the success of organizations : - The biggest challenge to an HR manager is to make all employees contribute to the success of the organization in an ethical and socially responsible way. Because society’s well being to a large extent depends on its organizations.

Job Analysis and Job Design.

Job analysis
A proper match between work and employee capabilities is now an economic necessity, and organisations that fail to have the right people in the right place at the right time are at risk. Job analysis focuses attention on what employees are expected to do. It can be defined as the process by which jobs are divided to determine what tasks, duties and responsibilities they include, their relationships to other jobs, the conditions under which work is performed, and the personal capabilities required for satisfactory performance. Purpose of job analysis The purpose of job analysis is to determine why jobs exist, what tasks are required within the job, when, where and how the job is performed, under what conditions, and what qualifications are needed to perform the job. Components of job analysis Job analysis provides information about three basic aspects of a job. • • • Job content: the duties and responsibilities of the job Job requirements: the formal qualifications, knowledge, skills, abilities and personal characteristics which employees need to perform the content of the job Job context: situational and supporting information regarding the particular job

Approaches to job analysis There are two basic approaches to job analysis: • • a job-oriented (or task) approach - A job-oriented approach is concerned with what gets done — that is, the tasks, duties and responsibilities of the job (job content). an employee-oriented (or behaviour) approach. - The employee-oriented approach focuses on how the job is done — that is, the human behaviour required to perform the job (job requirements).

Job analysis and job design Job analysis is normally conducted after the job has been designed, the worker has been trained and the work has been performed. It is a snapshot of the job that exists at that time, not what it should be. PROCESS OF JOB ANALYSIS Process 1: Strategic Choices Process 2: Collecting Information Process 3: Processing Information

Process 4: Job Description Process 5: Job Specification Strategic Choices: Extent of involvement of employees: Extent of employee involvement is a debatable point. Too much involvement may result in bias in favor of a job in terms of inflating duties and responsibilities. Too less involvement leads to suspicion about the motives behind the job. Besides it may also lead to inaccurate information. Hence extent of involvement depends on the needs of the organization and employee. Level of details of job analysis: The nature of jobs being analyzed determines the level of details in job analysis. If the purpose were for training programs or assessing the worth of job, levels of details required would be great. If the purpose is just clarification the details required would be less. Timing and frequency of Job Analysis: When do you do Job Analysis? • • • • • • Initial stage, for new organization New Job is created Changes in Job, Technology and Processes Deficiencies and Disparities in Job New compensation plan is introduced Updating and upgrading is required.

Past-oriented and future-oriented Job Analysis: For rapidly changing organization more future oriented approach would be desired. For traditional organizations past oriented analysis would be required. However more future oriented analysis may be derived based on past data. Sources of Job Data: For job analysis number of human and non-human sources is available besides jobholder himself. Following can be sources of data available for job analysis.

Uses of job analysis
The information produced by job analysis is used extensively in HRM. For example it is used to effectively hire, train, appraise, compensate or use its human resources. The information gathered during the job analysis used in: • Job descriptions

Job descriptions
A job description is a written statement explaining why a job exists, what the job-holder actually does, how he or she does it, and under what conditions the job is performed. Job description guidelines - Their use and organisational preference largely determine the style and format of job descriptions. Clarity and simplicity of expression are prerequisites for job descriptions and specifications.

Job specifications
The job specification or person specification is derived from the job description. It identifies the experience, qualifications, skills, abilities and knowledge, personal qualities and special requirements needed to successfully perform the job. Job descriptions, job specifications and unions The language used in writing job descriptions and job specifications is extremely important as it may become part of an award or negotiated agreement involving a union. Badly written job descriptions and job specifications restrict management’s freedom to change job tasks, duties and responsibilities and to assign work to employees. To avoid disputes, it is critical that job descriptions and job specifications be clear, concise and understandable.

Criticism of job descriptions
The traditional job description has been criticised for being a straitjacket suitable only for repetitive work; a static written description that ignores the dynamics of the job. Job fluidity undermines the effectiveness of traditional job descriptions and means that they risk being out of date and counterproductive as guides for selection, job evaluation and so on. Thus, job descriptions are seen as being appropriate only for stable, predictable and bureaucratic organisations. Finally, job descriptions are seen as archaic because the traditional job comprising set tasks is disappearing. Project-based work instead of position-based work signals the demise of the traditional job and traditional job description. Competition, technical innovation and

changing workplace values have created the need for a work environment where jobs are reinvented totally.

Methods of job analysis
The most popular job analysis techniques are: Functional Job Analysis (FJA) - uses standardised statements and terminology to describe the nature of jobs and to prepare job descriptions and job specifications. 1. Position Analysis Questionnaire (PAQ) - is a job analysis instrument and scoring/reporting service that is marketed commercially for quantitatively assessing jobs. 2. Management Positions Descriptions Questionnaire (MPDQ) - is a behaviourally oriented, structured questionnaire for describing, comparing, classifying and evaluating management positions. 3. Position Classification Inventory (PCI) - is a job analysis inventory based on Holland’s RIASEC theory, which can be used to classify occupations and to assess person–job fit. 4. Hay Guide Chart Profile Method - Job content is analysed in terms of three major factors that are present to some degree in every job. These are know-how, problem solving and accountability. A fourth factor, working conditions, is used for those jobs for which hazards, an unpleasant environment and/or particular physical demands are significant elements. 5. New multi-method approaches - based on computer technology and sophisticated quantitative techniques are now coming into use. These can efficiently analyse a geographically dispersed work force, track and document rapidly changing job content and, for large organisations, produce results which are very cost effective.

Competency profiling
The usefulness of task-oriented approaches to job analysis has been reduced by changes in the workplace. HR managers have increasingly focused on person-oriented approaches such as critical incident reporting and behaviour–event interviews to identify the skills and behaviours needed to perform a job. These occupational requirements are referred to as competencies. A competency ‘is an underlying characteristic of a person that leads to or causes superior or effective performance’. Competency characteristics • Motives • Traits • Self-concept • Knowledge • Skill

The difficulties associated with assessing and developing the hidden competencies, means some HR managers and theorists prefer to concentrate on developing universal standards of performance expressed in terms of outputs rather than inputs. This approach is called the standards model and it emphasises minimal standards of performance. The Behavioural Event Interview The Behavioural Event Interview (BEI) is a development of critical incident reporting that generates information about the job, but also about what the job holder thinks, feels and hopes to achieve in the job. It identifies the competencies needed to do the job well. Criticism of competency profiling • Ambiguous meaning of competency. • Generic ‘off-the-shelf’ nature. • Present or past focused. • Emphasis on ‘technical’ competencies. • Assumption of rationality. Collecting Information: Information collection is done on the basis of following 3 parameters Types of Data for Job Analysis:  Work Activities (Tasks details)  Interface with other jobs and equipments (Procedures, Behaviors, Movements)  Machines, Tools, Equipments and Work Aids (List, Materials, Products, Services)  Job Context (Physical, Social, Organizational, Work schedule)  Personal Requirement (Skills, Education, Training, Experience) Methods of Data Collection:  Observation  Interview  Questionnaires  Checklists  Technical Conference  Diary Methods Who to Collect Data?  Trained Job Analysts  Supervisors

 Job Incumbents Processing Information: Once the job information is collected it needs to be processed, so that it would be useful in various personnel functions. Specifically job related data would be useful to prepare job description and specifications, which form the next two processes of job analysis. METHODS OF DATA COLLECTION: 1. Observation: Job Analyst carefully observes the jobholder and records the information in terms of what, how the job is done and how much time is taken. It is a simple and accurate method, but is also time consuming and inapplicable to jobs involving mental activities and unobservable job cycles. The analysts must be fully trained observers. 2. Interview: In this analyst interviews the jobholders, his supervisors to elicit information. It can be Structured or Unstructured Interview. Again this is also a time consuming method in case of large organizations. Plus there is also a problem of bias. 3. Questionnaires: A standard questionnaire is given to jobholder about his job, which can be filled and given back to supervisors or job analysts. The questionnaire may contain job title, jobholder’s name, managers name, reporting staff, description of job, list of main duties and responsibilities etc. It is useful in large number of staffs and less time consuming. However the accuracy of information leaves much to be desired. 4. Checklists: It is more similar to questionnaire but the response sheet contains fewer subjective judgments and tends to be either yes or no variety. Preparation of checklist is a challenging job itself. 5. Technical Conference: Here a conference of supervisors is used. The analysts initiate the discussions providing job details. However this method lacks accuracy. Diary Methods: In this method jobholder is required to note down their activities day by day in their diary. If done faithfully this technique is accurate and eliminates errors caused by memory lapses etc.

Job design
Job design is the specification of the content of a job, the material and equipment required to do the job, and the relation of the job to other jobs. A well-designed job promotes the achievement of the organisation’s strategic business objectives by structuring work so it integrates management requirements for efficiency and employee needs for satisfaction. Methods of job design

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Job specialisation - involves using standardised work procedures and having employees perform repetitive, precisely defined and simplified tasks. Job enlargement - seeks to horizontally load a job by adding to the variety of tasks to be performed. Job rotation - increases task variety by periodically shifting employees between jobs involving different tasks. Job enrichment - involves making basic changes in job content and level of responsibility. Socio-technical enrichment - focuses on the relationship between technology and groups of workers. The aim is to integrate people with technology. Autonomous work teams - represent job enrichment at the group level. The employer sets up self-managed work teams who are responsible for accomplishing defined performance objectives.

Five core job characteristics are especially important to job design: 1. Skills variety - the degree to which a job holder must carry out a variety of different activities and use a number of different personal skills in performing the job 2. Task identity - the degree to which performing a job results in the completion of a whole and identifiable piece of work and produces a visible outcome that can be recognised as the result of personal performance. 3. Task significance - the degree to which a job has a significant impact on the lives of other people, whether those people are co-workers in the same organisation or individuals outside the organisation. 4. Autonomy - the degree to which the job holder has the freedom, independence and discretion necessary to schedule work and to decide which procedures to use in carrying it out. 5. Feedback - the degree to which performing the activities required by the job provides the employee with direct and clear information about the effectiveness of his or her performance.

JOB DESIGN The Logical Sequence to Job Analysis is Job Design.
Definition 1: Integration of work, rewards and qualification “Job Design integrates work content (tasks, functions, relationships), the rewards and qualifications required including skills, knowledge and abilities for each job in a way that meets the needs of employees and the organization.” Steps in Job Design: 1. Specification of Individual Tasks 2. Specification of Methods of Tasks Performance 3. Combination of Tasks into Specific Jobs to be assigned to individuals Factors affecting Job Design: Organizational factors:

• • • • • • • • • •

Characteristics of Tasks (Planning, Execution and Controlling of Task) Work Flow (Process Sequences) Ergonomics (Time & Motion Study) Work Practices (Set of ways of performing tasks) Employee Abilities and Availability Social and Cultural Expectations Feedback Autonomy Use of Abilities Variety

Environmental Factors:

Behavioral Elements:

TECHNIQUES OF JOB DESIGN: Work Simplification: Job is simplified or specialized. The job is broken down into small parts and each part is assigned to an individual. To be more specific, work simplification is mechanical pacing of work, repetitive work processes, working only on one part of a product, predetermining tools and techniques, restricting interaction amongst employees, few skills requirement. Work simplification is used when jobs are not specialized. Job Rotation: When incumbents become bore of routine jobs, job rotation is an answer to it. Here jobs remain unchanged, but the incumbents shift from one job to another. On the positive side, it increases the intrinsic reward potential of a job because of different skills and abilities needed to perform it. Workers become more competent in several jobs, know variety of jobs and improve the self-image, personal growth. Further the worker becomes more valuable to the organization. Periodic job changes can improve interdepartmental cooperation. On the negative side, it may not be much enthusiastic or efficiency may not be more. Besides jobs may not improve the relationships between task, while activities and objectives remain unchanged. Further training costs also rise and it can also de-motivate intelligent and ambitious trainees who seek specific responsibilities in their chosen specialties. Job Enlargement: It means expanding the number of tasks, or duties assigned to a given job. Job enlargement is naturally opposite to work simplification. Adding more tasks or duties to

a job does not mean that new skills and abilities are needed. There is only horizontal expansion. It is with same skills taking additional responsibilities like extending working hours etc. Job enlargement may involve breaking up of the existing work system and redesigning a new work system. For this employees also need to be trained to adjust to the new system. Job enlargement is said to contribute to employee motivation but the claim is not validated in practice. Benefits of Job Enlargement: 1. Task Variety 2. Meaningful Work Modules 3. Full Ability Utilization 4. Worker Paced Control 5. Meaningful Performance Feedback Disadvantages of Job Enlargement 1. High Training Costs 2. Redesigning existing work system required 3. Productivity may not increase necessarily 4. Workload increases 5. Unions demand pay–hike 6. Jobs may still remain boring and routine Job Enrichment: Job enrichment is improvisation of both tasks efficiency and human satisfaction by building into people’s jobs, quite specifically, greater scope for personal achievement and recognition, more challenging and responsible work and more opportunity for individual advancement and growth. An enriched job will have more responsibility, more autonomy (vertical enrichment), more variety of tasks (horizontal enrichment) and more growth opportunities. The employee does more planning and controlling with less supervision but more self-evaluation. In other words, transferring some of the supervisor’s tasks to the employee and making his job enriched. Benefits of Job enrichment 1. 2. It benefits employee and organization in terms of increased motivation, performance, satisfaction, job involvement and reduced absenteeism. Additional features in job meet certain psychological needs of jobholders due to skill variety, identity, significance of job etc.

3. 4. 5. 6.

It also adds to employee self-esteem and self-control. Job enrichment gives status to jobholder and acts as a strong satisfier in one’s life. Job enrichment stimulates improvements in other areas of organization. Empowerment is a by-product of job enrichment. It means passing on more authority and responsibility. Demerits of Job Enrichment

1. 2. 3.

Lazy employees may not be able to take additional responsibilities and power. It won’t fetch the desired results for an employee who is not attentive towards his job. Unions resistance, increased cost of design and implementation and limited research on long term effect of job enrichment are some of the other demerits. Job enrichment itself might not be a great motivator since it is job-intrinsic factor. As per the two-factor motivation theory, job enrichment is not enough. It should be preceded by hygienic factors etc.

4. 5. 6.

Job enrichment assumes that workers want more responsibilities and those workers who are motivated by less responsibility, job enrichment surely de-motivates them Workers participation may affect the enrichment process itself. Change is difficult to implement and is always resisted as job enrichment brings in a changes the responsibility.

HUMAN RESOURCE PLANNING ( H R P )
Definition 1: - Need, Availability, Supply=Demand “HRP includes estimation of how many qualified people are necessary to carry out the assigned activities, how many people will be available, and what, if anything, must be done to ensure personnel supply equals personnel demand at the appropriate point in the future.” Definition 2: - Right numbers, Capability, Organization Objectives “HRP is a Process, by which an organization ensures that it has the right number and kind of people at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives.” Definition 3: - Translation of objectives into HR numbers“HRP is a process of translating organizational objectives and plans into the number of workers needed to meet those objectives.”

MEANING / PURPOSE OF HRP • • • • • In simple words HRP is understood as the process of forecasting an organization’s future demand for and supply of the right type of people in the right numbers. It is only after HRP is done, that the company can initiate and plan the recruitment and selection process. HRP is a sub-system in the total organizational planning. HRP facilitates the realization of the company’s objectives by providing right type and right number of personnel. HRP is important because without a clear-cut manpower planning, estimation of a organization’s human resource need is reduced to mere guesswork. NEED & IMPORTANCE OF HRP Forecast future personnel needs: To avoid the situations of surplus or deficiency of manpower in future, it is important to plan your manpower in advance. For this purpose a proper forecasting of futures business needs helps you to ascertain our future manpower needs. From this angle, HRP plays an important role to predict the right size of manpower in the organization. Cope with change: HRP enables an enterprise to cope with changes in competitive forces, markets, technology, products and government regulations. Such changes generate changes in job content, skills demands and number of human resources required. Creating highly talented personnel : Since jobs are becoming highly intellectual and incumbents getting vastly professionalized, HRP helps prevent shortages of labor caused by attritions. Further technology changes would further upgrade or degrade jobs and create manpower shortages. In these situations only accurate human resource planning can help to meet the resource requirements. Further HRP is also an answer to the problems of succession planning. Protection of weaker sections : A well-conceived personnel planning would also help to protect the interests of the SC/ST, physically handicapped, children of socially oppressed and backward classes who enjoy a certain percentage of employments notwithstanding the constitutional provisions of equal opportunity for all. International strategies: International expansion strategies largely depend upon effective HRP. With growing trends towards global operations, the need for HRP further becomes more

important as the need to integrate HRP more closely into the organization keeps growing. This is also because the process of meeting staffing needs from foreign countries grows in a complex manner. Foundation of personnel functions: HRP provides essential information for designing and implementing personnel functions such as recruitment, selection, personnel development, training and development etc. Increasing investments in HR: Another importance is the investment that an organization makes in human capital. It is important that employees are used effectively throughout their careers. Because human assets can increase the organization value tremendously as opposed to physical assets Resistance to change & move: The growing resistance towards change and move, self evaluation, loyalty and dedication making it more difficult to assume that organization can move its employees everywhere. Here HRP becomes very important and needs the resources to be planned carefully. Other benefits: Following are the other benefits of HRP. 1. Upper management has a better view of HR dimensions of business 2. Management can anticipate imbalances before they become unmanageable and expensive. 3. More time is provided to locate talent 4. Better opportunities exists to include women and minorities in future growth plans 5. Better planning of assignments to develop managers 6. Major and successful demands on local labor markets can be made. HRP PROCESS Organizational Objectives & Policies: The objectives of HR plan must be derived from organizational objectives like specific requirements of numbers and characteristics of employees etc. HRP needs to sub-serve the overall objectives by ensuring availability and utilization of human resources. Specific policies need to be formulated to address the following decisions. • • Internal Hiring or External Hiring? Training & Development plans

Manpower Demand Forecasting: It is the process of estimating the future quantity and quality of people required. The basis should be annual budget and long term corporate plans Demand forecasting should be based on following factors. Internal Factors: • • • • • Budget constraints Production levels New products and services Organizational structure Employee separation

Manpower Forecasting Techniques: Management Judgment: In this techniques managers across all the levels decide the forecast on their own judgment. This can be bottom-up or top-down approach and judgments can be reviewed across departments, divisions and top management can conclude on final numbers of manpower required. Ration-Trend Analysis: This technique involves studying past ratios, and forecasting future ratios making some allowance for changes in the organization or its methods. Work Study Techniques: It is possible when work measurement to calculate the length of operations and the amount of manpower required. The starting point can be production budget, followed by standard hours, output per hour; man-hours required etc could be computed. Delphi Techniques: This technique solicits estimates from a group of experts, and HRP experts normally act as intermediaries, summarizes various responses and report the findings back to experts. Flow Models: This technique involves the flow of following components. Determine the time required, Establish categories, Count annual movements, Estimate probable transitions. Here demand is a function of replacing those who make a transition. Manpower Supply Forecasting: This process measures the number of people likely to be available from within and outside the organization after making allowance for absenteeism, internal movements and promotions, wastages, changes in hours and other conditions of work. Reasons for Manpower Supply Forecasting: • • • • Clarify Staff-mixes exist in the future Assess existing staff levels Prevent shortages Monitor expected future compliance of legal requirements of job reservations

External sources can be colleges and universities, consultants, competitors and unsolicited applications. HR Plan Implementation: A series of action programs are initiated as a part of HR plan implementation as under. Recruitment & Selection: Employees are hired against the job vacancies. Based on the manpower demand and supply forecasts made, hiring of employees is initiated based on supply forecasts. For this internal and external sources of manpower are utilized. A formal selection board is established to interview and select the best of the candidates for the required vacancies. Finally the selected employees also need to be placed on proper jobs. Here some companies recruit employees for specific jobs while others recruit fresh trainees in large number and train them for future manpower needs. Training and Development: The training and development program is charted out to cover the number of trainees, existing staff etc. The programs also cover the identification of resource personnel for conducting development program, frequency of training and development programs and budget allocation. Retraining and Redeployment; New skills are to be imparted to existing staff when technology changes or product line discontinued. Employees need to be redeployed to other departments where they could be gainfully employed. Retention Plan: Retention plans cover actions, which would reduce avoidable separations of employees. Using compensation plans, performance appraisals, avoiding conflicts, providing green pastures etc, can do this.

Downsizing plans: Where there is surplus workforce trimming of labor force will be necessary. For these identifying and managing redundancies is very essential. Managerial Succession Planning; Methods of managerial succession plans may vary. Most successful programs seem to include top managements involvement and commitment, high-level review of succession plans, formal performance assessment and potential assessment and written development plans for individuals. A typical succession planning involves following activities. • • • • • • • • Analysis of demand for managers and professionals Audit of existing executives Projection of future likely supply from internal and external sources Individual career path planning Career counseling Accelerated promotions Performance related training and development Strategic recruitment

Control & Evaluation of HRP: HR Plan must also clarify responsibilities for control and establish reporting procedures, which will enable achievements to be monitored against the plan. The HR Plan should include budgets, targets and standards. These plans may simply be reports on the numbers employed, recruited against targets etc.

HUMAN RESOURCE INFORMATION SYSTEM
A human resource information system (HRIS) is a systematic procedure for collecting, storing ,maintaining retrieving and validating data needed by an organization about its human resources. The HRIS is usually a part of the organisation’s larger management information system (MI S). Though HRIS is not computerized but, it has its own advantages of computerizing by providing more accurate and timely data for decision making. Human Resource Information System is an organized method of providing information about human resources, their functioning, external factors relevant to managing human resources. OBJECTIVES 1. To provide accurate information about human resource and their functioning and relevant environmental factors.

2. To provide relevant information 3. To provide information timely EXTERNAL INFORMATION 1. Nature of competition for h.r. of different types 2. Nature of availability of h.r. from different sources 3. Nature of training & development facilities available outside the organization. 4. Nature of expectation of h.r. from the organization 5. Socio-cultural & other back ground of h.r. 6. Various government policies affecting the employment conditions of people. 7. Various labour laws which are relevant for managing h.r. in the organization. 8. Status of trade union movement and its attitudes towards employer- organization. 9. Various HRM practices adopted by different organization nationally & internationally. H.R. department of an organization is required to collect information about these factors from different sources and to make it a part of its H.R. information system. INTERNAL INFORMATION. 1. particulars of each employees 2. types of employees recruited during the year 3. training and development offered 4. results of performance appraisal 5. promotion, demotion, transfer, separation of employees 6. compensation, packages, both financial and non-financial offered 7. employee absenteeism 8. employee turnover 9. maintenance, safety and health services 10. number and nature of disputes between labour and management and their outcomes. Area of HRIS application: Training management, Risk management, turnover analysis, succession planning, flexible-benefits administration, compliance with government and legal requirement, attendance reporting and analysis, HRP, accident reporting and prevention, strategy planning, financial planning and other related areas. Functions of Human Resource Management According to different authors HRM functions can be divided in to different categories. Some of the categories are as follows: 1. General and Specific functions; 2. Personnel administration and Industrial relations functions. 3. Managerial and Operative functions General and Specific functions: General Functions:  To conduct personnel research;  To assist in the programmes of personnel administration;

          

To develop appraisal plans; To launch education and training programmes; To develop a competent work force; To establish and administer varied personnel services delegated to personnel department. Specific Functions: Employment; Safety; Wage and salary; Benefit Schemes; Community relations and Advice and counseling the employees.

Personnel Administration and Industrial Relations Functions: Personnel Administration: These functions relate to the function of managing people from the lower to the upper level of the Organization and embraces policy determination as well as implementation of policies by the personnel at the lower levels; Industrial Relations Functions: These functions relate to interactions between the management and the representatives of the unions. Such functions involve all activities of employer employee relationship, such as Organization of the union members, negotiations of contracts, collective bargaining, grievance handling, disciplinary actions, arbitration etc- the purpose of all these being to prevent conflict between two parties. Managerial and Operative Functions; Managerial Functions: Management is Personnel administration. It is the development of the people and not the direction of the things. Managing people is the heart and essence of being a manager. Thus, a Human Resource Manager is a manager and as such he performs the basic functions of management. Directing
Stimulation and

Inputs
Human and Economic Resources interacting with environmental

Planning Determinatio n of short to long range plans to

Organizing Development

Controlling
Assurance that directed action is taking place according to predetermined Outputs plans. Goods and services needed by the organization customers

Operative Functions: These functions are concerned with the activities specifically dealing with procuring, developing, compensating and maintaining an efficient work force. These functions are also known as service functions.      Procurement Function; Development function; Compensating function; Integrating function; Maintenance function.

Managerial Functions:

 Planning:

Is a predetermined course of action. Planning is a hard job, for it involves the ability to think, to predict, to analyze and to control the actions of its personnel and to cope with a complex, dynamic fluid environment. They bridge the gap from where we are to where we want to go. The two important features of planning are research and forecasting. The task of forecasting personnel needs in relation to changes in production or seasonal variations and the leveling out of differences in the production extremely important, both for employees and for management. Therefore, planning and decision making has to be undertaken much in advance of an action so that unforeseen or anticipated problems and events may be properly handled. This as also stressed by the saying: “ Good managers make things happen”. An Organization is a means to an end. It is essential to carry out the determined course of action. Complex relationships exist between the specialized departments and the general departments as many top managers are seeking the advice of personnel manager. Thus, Organization establishes relationship among the employees so that they can collectively contribute to the attainment of company goals. Direction is an important managerial function in building sound industrial relations besides securing employee contributions. Co-ordination deals with the task of blending efforts in order to ensure successful attainment

 Organizing:

 Directing:

of an objective. The personnel manager has to coordinate various managers at different levels as far as personnel functions are concerned. Personnel management function should also be coordinated with other functions of management like management of money, machine, and material.

 Controlling:

Controlling involves checking, verifying and comparing of the actualize with the standards, identification of deviations if any and correcting of identified deviations. Thus, action and operation are adjusted to predetermined plans and standards through control.

Employment is concerned with securing and employing the people possessing required kind and level of human resources necessary to achieve the organizational objectives. It covers the functions such as job analysis, human resource planning, recruitment, selection, placement, induction and internal mobility.

It is the process of providing adequate, equitable and fair remuneration to the employees. It includes job evaluation, wage and salary administration, incentives, bonus, fringe benefits, social security measures etc. Relations: Practicing various human resource policies and programmes Loire employment, development and compensation and interaction among employees create a sense of relationship between the individual worker and management, among workers and trade unions and management. It is the process of interaction among human beings. Human relations is an area of management in integrating people in to work situation in a way that motivates them to work together productively, cooperatively and with economic, psychological and social satisfaction.